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Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Family-owned businesses (FOBs).'
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Journal articles on the topic "Family-owned businesses (FOBs)":
1
Aung, Nay Zar, and Youji Kohda. "Emergence of Familiness and Family Owned Business Performance." International Journal of Asian Business and Information Management 10, no. 3 (July 2019): 61–73. http://dx.doi.org/10.4018/ijabim.2019070104.
This article explores the concept of familiness in family-owned businesses (FOBs), identifying how families generate their own resources for business performance. Applying the resource-based view, the authors examined seven Myanmar businesses. Findings revealed that two factors influence familiness in Myanmar FOB: family unity and internal governance systems, which can be subdivided into traditional and collective systems. Moreover, evaluation revealed that FOB's business performance was affected by different family attitudes. A combination of family unity and a traditional internal governance system was conducive to controlling the internal business capabilities, whereas creating external opportunities were considered more effective for a combination of family unity and a collective internal governance system. Findings suggest that familiness emerges through embedded family resources that incorporates a sense of awareness with abilities for business advantages. These empirical results can provide insights and inputs that can help small and medium-sized FOBs safeguard their future.
2
Patrick, Okeke Anene, Nwosu Kanayo Chike, and Onyekwelu Njideka Phina. "Succession Planning and Competitive Advantage of Family-Owned Businesses in Anambra State." Cross Current International Journal of Economics, Management and Media Studies 4, no. 3 (June 25, 2022): 28–33. http://dx.doi.org/10.36344/ccijemms.2022.v04i03.003.
This work explained what succession planning is and the role it plays in granting competitive advantage to Family Owned Business (FOB) that implement it. FOBs are business entities that have ties with family, as many big corporations today started as FOBs. It is ubiquitous and a very old businesses form, but is survival rate is not encouraging as statistics reveals. Hence, this work looked at how the principles of succession planning can be used to perpetuate the existing of FOBs by giving them a sustainable competitive edge. Succession planning deals with making plans for when the founders/owners of such businesses are no longer around. This study examined the challenges facing succession planning in FOBS and reasons for succession management in businesses. Five works were empirically examined to see how they did their studies and their findings. The work concluded that to look at the sustainability of FOBs and their competitive advantage thereof, the issue of success planning is key. Following the conclusion, the study recommended among others that succession planning should not be left in the hands of businesses alone, seeing that these businesses are major economic players, the government needs to take a lead role in educating and ensuring they have succession plans in place.
3
Nnabuife, Ezimma K. N., Ngozi Ogechukwu Nwogwugwu, and Ifeanyi Emmanuel Okoli. "Polygamy and Family Owned Business Succession in Nigeria." International Journal of Management Excellence 13, no. 1 (June 30, 2019): 1891–97. http://dx.doi.org/10.17722/ijme.v13i1.1092.
With the alarming rate Family Owned Businesses (FOBs) die at the demise of its founders/owners this study looks at polygamy and the role it plays in smooth succession of FOBs in the Southeast Nigeria as its major objective. The study demystifised the concept of FOB and succession in FOBs vis-a-vis polygamy. The kitchen model of succession in FOBs operated by polygamous was also explained. Some factor militating against succession in FOBs of polygamous families were discussed in detail. It was concluded that since FOBs play a great part in the economy of nations Nigeria and Southeast part inclusive, those owned by polygamous families need to start the processes of succession early enough to aviod squabbles at the demise of owner/founder. Professionals should also be brought in early to handle major business decisions as well as avoid playing into the hands of sentiments and emotions while making critical succession decisions.
4
Ezimma K., Nnabuife, Okoli Ifeanyi Emmanuel, Arachie Augustine Ebuka, and Adani Nnenne Ifechi. "The Intricacies of Female Successors in Family Owned Businesses." Journal of Entrepreneurship and Business Innovation 6, no. 1 (June 23, 2019): 13. http://dx.doi.org/10.5296/jebi.v6i1.14680.
As a result of shortage of female successor due in part to gender bias succession practices, this study was necessitated to look at encumbrances against women successors of Family Owned Businesses (FOBs) in Anambra State. The broad objective of this study was to examine female successors and sustainability of family owned businesses. The work adopted a survey research design. The population of the study was 415 FOBs in Anambra State. Complete enumeration method was adopted so as to get the full opinion of all firms on gender issues and female succession. The data for the study was collected through structured questionnaire. A combination of descriptive (mean) and inferential statistics (chi-square) were deployed in the data analysis. The result showed that there are obstacles that have substantial effect on women becoming successors of FOBs in Anambra State and that sexism play a statistically significant role in determining successors in Anambra State. Sequel to this, it was concluded that women and men in Anambra State do not have a level playing ground in determining who becomes a successors of FOBs in Anambra state as there are hurdles women face and these obstacles have significant effect on who becomes a successors. Hence, the recommendation was that successors of FOBs should not be based on gender but on capability and the provision of level playing ground for both the female and male genders in the succession dynamics.
5
Budhiraja, Sunil, and Ujjwal Kumar Pathak. "Dynamics of succession planning for Indian family-owned businesses: learning from successful organizations." Human Resource Management International Digest 26, no. 4 (June 11, 2018): 31–33. http://dx.doi.org/10.1108/hrmid-11-2017-0167.
Purpose The purpose of this paper is to highlight the process and challenges faced by Indian family-owned businesses (FoBs) during succession planning and examine the recent advancements in succession planning of successful Indian FoBs. Design/methodology/approach The authors make use of recent developments in terms of succession planning by FoBs to prepare their impartial comments and summary. Findings It is evident that India has the third highest number of FoBs after China and the USA. The challenges for these organizations during the transition of the ownership to the next generation start from finding a competent family member to manage the conflict between the family and the board. Practical implications The paper provides strategic insight into leading FoBs in India for creating a systematic and robust succession plan in their respective organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information, and presenting it in a condensed and easy-to-digest format.
6
Ozdemir, Ozlem, and Phil Harris. "Primogeniture in Turkish Family Owned Businesses: An Examination of Daughter Succession, the Impact of National Culture on Gendered Norms and Leadership Challenge." International Journal of Family Business and Management 3, no. 2 (April 29, 2019): 1–18. http://dx.doi.org/10.15226/2577-7815/3/2/00127.
Family owned and controlled businesses, which may be owned, controlled or operated by various family members, account for an enormous percentage of global employment, revenues and GDP. Although the majority of well-known companies are family owned, research indicates that unfortunately, only thirty percent of family businesses survive to the second generation. Therefore, successful transfer of the business to the next generation is an important issue for the family business literature. However, although succession is a vital issue for Family Owned Businesses (FOBs), the process is unfortunately very gender biased in most societies, with boys being generally favoured over girls so daughters are always excluded as candidates and other women are seldom considered as successors in family businesses. In many cases, especially in certain cultures, female members of the next generation are not even perceived as a viable option. Even in today’s rapidly changing business climate, primogeniture continues to dominate the value system of family businesses. Primogeniture is an accepted approach to family business succession planning; daughters are only considered for family business succession when all descendants are female or the daughter is the first born. This study aims to identify the reasons behind the primogeniture in Turkish FOBs. The objectives of the study were to examine the key factors identified by the incumbents related with the primogeniture. In this research study, an interpretive methodology was adopted to explore, interpret and to understand meanings of knowledge. For this research, qualitative data were gathered via in-depth open-ended interviews with 20 male FOB owners who have at least one daughter and 20 daughters working at their FOB with their fathers. The questions were designed to measure different facets of FOB demographics and culture to understand their effects on the selection process within Turkish FOBs and gender norms in the context of FOB norms, which influence both family members and the business it. This study investigated daughters’ succession in FOBs in Turkey, a developing country where women are less likely than men to engage in entrepreneurial activities and show that gendered norms are still considered when choosing the successor, in other word, primogeniture still dominates the family business succession process. Keywords: Woman entrepreneurship; Primogeniture; Family Business; Gender; Culture;
7
Ekenechukwu, Ignatius Chukwuemeka. "Apprenticeship System and Performance of Family Owned Businesses in South East, Nigeria." Innovations 73, no. 03 (June 15, 2023): 549–61. http://dx.doi.org/10.54882/7320237316652.
This study focused on apprenticeship system and performance of Family-Owned Businesses in South – East, Nigeria. The study investigated the effect of cheap labour offered by apprenticeship on effective product pricing, the effect of distribution network created during apprenticeship on the market share, and the effect of graduate apprentice on market expansion of FOBs in South-East, Nigeria. The research adopted the descriptive survey design. The study was carried out in Abia, Anambra, Ebonyi, Enugu and Imo States. The study was carried out on the Family-Owned Businesses (FOBs). The response rate was 91.8% of the estimated sample size of 572. The study used multi-stage sampling technique for the sample selection. Data were analyzed using descriptive and inferential statistics. Hypotheses were tested using binomial logistic regression. Findings indicated that cheap labour offered by apprenticeship significantly and positively affect effective product pricing, distribution network created during apprenticeship has a significant positive on the market share and that graduate apprentice significantly and positively affected the market expansion. The study concluded that FOBs can benefit from these programs by accessing affordable labor, expanding their distribution capabilities, and leveraging the skills and knowledge of graduates. The study recommended among others that FOBs should collaborate with educational institutions, vocational training centers, and government agencies to design comprehensive and well-structured apprenticeship programs, and that these initiatives should concentrate on improving technical skills, fostering business acumen, and deepening product knowledge.
8
E. Appel, Mark. "A Helpful Guest at Table:The Use of Mediation by Family-Owned Businesses." BCDR International Arbitration Review 6, Issue 2 (December 1, 2019): 329–34. http://dx.doi.org/10.54648/bcdr2019006.
Family-owned businesses (FOBs) face unprecedented challenges in the wake of COVID-19. New revenue sources, workplace health and safety issues and an urgent need to drive both internal and customer-facing systems online all require quick and effective responses.This article explores how a skilled mediator can assist FOBs in reimagining themselves for the post COVID-19 environment. ‘There is no doubt that it is around the family and the home that all the greatest virtues … are created, strengthened and maintained.’ –Winston Churchill ‘Change or Die.’ – Alan Deutschman
9
WAH WONG, WAI, M. H. YAHYA, A. N. BANY -ARIFFIN, and TZE SAN ONG. "Technical Efficiency of Firms, A Comparison Study for Family and Non-Family-Owned Businesses in Southeast Asian Countries." International Journal of Economics and Management 16, Special Issue 1 (2022): 15–17. http://dx.doi.org/10.47836/ijeamsi.16.1.002.
This is a comparative study on firm efficiency, a proxy for firm performance, between family-owned business (FOB) and non-family-owned business (non-FOB). This study aims to determine a firms' efficiency by comparing FOB and non-FOB in Southeast Asia countries. The efficiency ratios for five Southeast Asian countries were estimated using Data Envelopment Analysis (DEA), before a two-sample T-test to determine the differences between FOBs and non-FOBs. Hence, secondary data research techniques from each country from 2007 to 2016 were used to conduct the comparison. The data were gathered from various sources. The findings did not archive any comparison in performance among FOBs and non-FOBs. This finding is fundamental for the Board of Director (BOD), senior management of the firms, researchers, policymakers, scholastics, and the overall population., Ceteris paribus, both FOB and non-FOB, ought to work at a similar efficiency even out and have the option to produce comparative returns for their shareholders. Subsequently, stakeholders can compare treatments to assist in alleviating the dependency on two unique treatments or strategies when managing FOB and non- FOB. In short, it could expand the BOD and management efficiency.
10
Tsamenyi, Mathew, Irvan Noormansyah, and Shahzad Uddin. "Management controls in family-owned businesses (FOBs): A case study of an Indonesian family-owned University." Accounting Forum 32, no. 1 (March 2008): 62–74. http://dx.doi.org/10.1016/j.accfor.2006.10.001.
Book chapters on the topic "Family-owned businesses (FOBs)":
1
Aung, Nay Zar, and Youji Kohda. "Emergence of Familiness and Family Owned Business Performance." In Research Anthology on Strategies for Maintaining Successful Family Firms, 959–73. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-3550-2.ch044.
This article explores the concept of familiness in family-owned businesses (FOBs), identifying how families generate their own resources for business performance. Applying the resource-based view, the authors examined seven Myanmar businesses. Findings revealed that two factors influence familiness in Myanmar FOB: family unity and internal governance systems, which can be subdivided into traditional and collective systems. Moreover, evaluation revealed that FOB's business performance was affected by different family attitudes. A combination of family unity and a traditional internal governance system was conducive to controlling the internal business capabilities, whereas creating external opportunities were considered more effective for a combination of family unity and a collective internal governance system. Findings suggest that familiness emerges through embedded family resources that incorporates a sense of awareness with abilities for business advantages. These empirical results can provide insights and inputs that can help small and medium-sized FOBs safeguard their future.
2
Arslan, Muhammad. "Succession Planning in Family-Owned Business Evidence From an Emerging Economy." In Research Anthology on Strategies for Maintaining Successful Family Firms, 504–28. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-3550-2.ch022.
Family-owned businesses (FOBs) play an important role in the economy of a country through the creation of jobs. However, most FOBs lack strategies regarding succession planning in both developed and developing economies. This study explores the strategies that are used by FOBs to prepare future leaders. Drawing on qualitative research design, this study employed a multiple case study approach and selected 13 cases by employing a purposive sampling technique from the FOBs of Pakistan. Semi-structured interviews were conducted with the successors of FOBs. The findings reveal that succession planning is pivotal for the development of business and the successful transition of FOB from one generation to another. Most of the respondents fully understand the importance of succession planning for the sustainability of the business. However, in some cases, socioemotional aspects of generational succession planning require strategies that concurrently focus on successor suitability, the consensus of the family, mode of transition, leadership, and challenges faced by the FOBs.
3
Arslan, Muhammad. "Succession Planning in Family-Owned Business Evidence From an Emerging Economy." In Corporate Governance and Its Implications on Accounting and Finance, 230–54. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-4852-3.ch011.
Family-owned businesses (FOBs) play an important role in the economy of a country through the creation of jobs. However, most FOBs lack strategies regarding succession planning in both developed and developing economies. This study explores the strategies that are used by FOBs to prepare future leaders. Drawing on qualitative research design, this study employed a multiple case study approach and selected 13 cases by employing a purposive sampling technique from the FOBs of Pakistan. Semi-structured interviews were conducted with the successors of FOBs. The findings reveal that succession planning is pivotal for the development of business and the successful transition of FOB from one generation to another. Most of the respondents fully understand the importance of succession planning for the sustainability of the business. However, in some cases, socioemotional aspects of generational succession planning require strategies that concurrently focus on successor suitability, the consensus of the family, mode of transition, leadership, and challenges faced by the FOBs.
4
Tan-Atichat, Lucy, and Joseph F. Aiyeku. "Strategies for Sustainable Succession Planning in Family Business." In Enterprise Development in SMEs and Entrepreneurial Firms, 150–62. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-2952-3.ch008.
This study investigates the extent of influence of succession planning on Thai FOBs focusing on SMEs, and the attributes/characteristics of the successors to achieve a successful family business. SMEs were identified using Thai government classifications. A total of 449 usable questionnaires were obtained from Thai FOB owners/managers in Bangkok and vicinity. Most of the firms surveyed were small FOBs. The results show that there is a higher degree of success between FOBs that have succession plan and those that do not. The results also revealed five new factors concerning Thai family-owned businesses (SMEs) succession planning. The five factors are shown in this chapter.
5
Pasillas, Marcela Ramírez, and Hans Lundberg. "Corporate Social Venturing." In Handbook of Research on Entrepreneurial Leadership and Competitive Strategy in Family Business, 173–92. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-8012-6.ch009.
This chapter has three purposes: first, to briefly outline corporate venturing as a sub-field in corporate entrepreneurship that recently has gained prominence in research on family-owned businesses (FOB); second, to highlight the missing social dimension in research on FOB that focuses on corporate venturing, conceptualize this added social dimension as corporate social venturing (CSV), and to empirically illustrate CSV with well-known Mexican FOB engaged in CSV; and third, to propose an agenda for researching CSV done by FOB.
6
Pasillas, Marcela Ramírez, and Hans Lundberg. "Corporate Social Venturing." In Research Anthology on Strategies for Maintaining Successful Family Firms, 47–66. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-3550-2.ch003.
This chapter has three purposes: first, to briefly outline corporate venturing as a sub-field in corporate entrepreneurship that recently has gained prominence in research on family-owned businesses (FOB); second, to highlight the missing social dimension in research on FOB that focuses on corporate venturing, conceptualize this added social dimension as corporate social venturing (CSV), and to empirically illustrate CSV with well-known Mexican FOB engaged in CSV; and third, to propose an agenda for researching CSV done by FOB.
Conference papers on the topic "Family-owned businesses (FOBs)":
1
Faseyiku, I. O., K. O. Balogun, and M. A. Adegbite. "COVID-19 and Family-Owned Business Performance." In 28th iSTEAMS Multidisciplinary Research Conference AIUWA The Gambia. Society for Multidisciplinary and Advanced Research Techniques - Creative Research Publishers, 2021. http://dx.doi.org/10.22624/aims/isteams-2021/v28p19x.
The study examined the impact (COVID-19) pandemic on family owned business (FOBs) in Southwest Nigeria. This study targeted a total population of 23,228 SMEs (SMEDAN, 2017) adopted for FOBs because most SMEs are FOBs in Nigeria. A sample size of three hundred and seventy eight 378 respondents from the total population constitutes the sample size for questionnaire that was administered. The determination of sample size for the study was achieved using the Raosoft sample size estimator. Out of the 378 questionnaire being distributed, only 250 were filled and returned appropriately. The study adopted multistage sampling technique. The focus of the study was based on fast moving consumable goods (FMCGs) producers of essential goods. The collected data was scored, tabulated, coded, and analyzed using multiple linear regression analysis with the aid of SPSS 23.0., the result reveals that there is a moderate significant relationship between COVID-19 pandemic and FOBs performance, where product patronage (r = 0.534, P< 0.01); growth (r= 0.623, P< 0.01), and profitability (r = 0.228, P< 0.01). Therefore, the study accepted the alternative hypothesis that there is a significant relationship exist between COVID-19 pandemic and FOBs performance. The study recommended that government should strengthen the business related incentive packages and circulate the information noticeably, this is indispensable in volatile potential of the Covid-19 pandemic predicament; FOBs should identify critical business issues and develop recovery strategy such as business recovery plan (BRP) to enable them mitigates the impact of covid-19 on their businesses; and opportunities should always tap from every situation by businesses. Keywords: COVID-19 Pandemic, FOBs Performance, Product Patronage, Growth, Profitability
2
Faseyiku, I. O. "Challenges of Autonomy on Effective Local Government in Nigeria." In 28th iSTEAMS Multidisciplinary Research Conference AIUWA The Gambia. Society for Multidisciplinary and Advanced Research Techniques - Creative Research Publishers, 2021. http://dx.doi.org/10.22624/aims/isteams-2021/v28p19.
The study examined the impact (COVID-19) pandemic on family owned business (FOBs) in Southwest Nigeria. This study targeted a total population of 23,228 SMEs (SMEDAN, 2017) adopted for FOBs because most SMEs are FOBs in Nigeria. A sample size of three hundred and seventy eight 378 respondents from the total population constitutes the sample size for questionnaire that was administered. The determination of sample size for the study was achieved using the Raosoft sample size estimator. Out of the 378 questionnaire being distributed, only 250 were filled and returned appropriately. The study adopted multistage sampling technique. The focus of the study was based on fast moving consumable goods (FMCGs) producers of essential goods. The collected data was scored, tabulated, coded, and analyzed using multiple linear regression analysis with the aid of SPSS 23.0., the result reveals that there is a moderate significant relationship between COVID-19 pandemic and FOBs performance, where product patronage (r = 0.534, P< 0.01); growth (r= 0.623, P< 0.01), and profitability (r = 0.228, P< 0.01). Therefore, the study accepted the alternative hypothesis that there is a significant relationship exist between COVID-19 pandemic and FOBs performance. The study recommended that government should strengthen the business related incentive packages and circulate the information noticeably, this is indispensable in volatile potential of the Covid-19 pandemic predicament; FOBs should identify critical business issues and develop recovery strategy such as business recovery plan (BRP) to enable them mitigates the impact of covid-19 on their businesses; and opportunities should always tap from every situation by businesses. Keywords: COVID-19 Pandemic, FOBs Performance, Product Patronage, Growth, Profitability
